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Abstract
With the beginning of the fifth industrial revolution, Artificial Intelligence has changed the nature of work where human needs to be more creative, innovative, and relationship oriented. For a sustainable working environment, the value of emotional and social competencies has increased day by day while Emotional Intelligence (EI) has captured as a pinnacle in Human Resource Development literature. The study focused on the significance of Emotional Intelligence from an occupational perspective. The findings reveal why an organization should care about the emotional intelligence of its employees. Since an organization can attain a competitive advantage through the people, hence Emotional intelligence could make a difference from an average performer to high-value performer. In this study, the role of Emotional Intelligence has critically analyzed with the evidence of empirical researches published in peer-reviewed journals. The study underlines the essentials of EI in job performance, job satisfaction, Organization citizenship behavior, leadership effectiveness, Team Management, Work-life balance and Employee wellbeing. From the Human Resource Development perspective, organization should emphasize on developing Emotional Intelligence of its employees to make them productive, satisfied and committed for achieving organization’s goals and maintaining better working environment. Keywords: Emotional Intelligence, Organizational effectiveness, Human Resource Development DOI : 10.7176/EJBM/11-18-14 Publication date :June 30 th 2019
Highlights
As one group of writers has argued: "If the driving force of intelligence in twentieth-century business has been IQ, . . . in the dawning twenty-first century, it will be Emotional Quotient (EQ)" (Cooper & Sawaf, 1997, p. xxvii).Since the nature of work is changing with the advancement of technology, three types of skills are increasingly important in labor markets: advanced cognitive skills such as complex problem-solving, socio-behavioral skills such as teamwork, and skill combinations that are predictive of adaptabilities such as reasoning and self-efficacy
Another study conducted by Cavallo (2006) where more than fourteen hundred employees took part in a one hundred and eighty-three question multi-rater survey that measured a variety of competencies associated with leadership performance including those commonly referred to as Emotional Intelligence and the results showed that the highest performing managers have significantly more “emotional competence” than other managers
Emotional Intelligence (EI) helps to strengthen the interpersonal relationship among colleagues, leader-followers, bosssubordinates which is essential for the sound organizational environment to foster organizational effectiveness and employees' wellbeing
Summary
As one group of writers has argued: "If the driving force of intelligence in twentieth-century business has been IQ, . . . in the dawning twenty-first century, it will be EQ" (Cooper & Sawaf, 1997, p. xxvii). Since the nature of work is changing with the advancement of technology, three types of skills are increasingly important in labor markets: advanced cognitive skills such as complex problem-solving, socio-behavioral skills such as teamwork, and skill combinations that are predictive of adaptabilities such as reasoning and self-efficacy. Building these skills requires strong human capital foundations and lifelong learning (world development Report2019). Emotional intelligent help to reduce work anxiety, interpersonal and intrapersonal conflict, make people satisfied with job and life, foster employees’ productivity and motivation, enhancing effectiveness and efficiency level. As a competency emotional intelligence is applicable to every human interaction in business; having a high average Emotional Quotient (EQ) in the organization will help with customer service, Interpersonal relationship, brainstorming ideas, company presentations, and a myriad of other activities
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